Our services

At MCTC Ltd, we specialize in delivering high-impact transformation projects for organizations across multiple industries. Our expertise in PMO setup, project governance, strategic change, and operational transformation has helped businesses and public sector entities overcome complex challenges and achieve sustainable success. Below are some of our key projects that highlight our practical, results-driven approach.

Government Property Agency – Digital PMO Implementation

The Challenge

The Government Property Agency (GPA) was overseeing multiple high-value digital projects but lacked a standardized approach to project management. Without clear governance, reporting was inconsistent, stakeholders struggled with oversight, and leadership lacked confidence in project delivery. The absence of a structured PMO framework led to inefficiencies and misaligned priorities.


Our Approach

MCTC Ltd was engaged to design, build, and implement a tailored PMO that could bring structure and clarity to project delivery. Over nine months, we:

  • Conducted a detailed assessment of the existing project portfolio and ways of working.
  • Designed and implemented standardized templates, governance frameworks, and reporting structures.
  • Integrated Microsoft and Google-based project management tools to enhance efficiency.
  • Provided training and coaching to internal teams, ensuring long-term sustainability.


The Outcome

The newly established PMO provided a single version of truth for project status and reporting, significantly improving transparency and decision-making. Leadership gained real-time visibility into project performance, allowing them to allocate resources effectively and improve delivery confidence. By embedding knowledge transfer and training, we ensured that the GPA could maintain and evolve its PMO independently, reducing reliance on external support.

Royal Navy – Innovation Project Oversight & PMO Design

The Challenge

The Royal Navy had established multiple innovation teams working on cutting-edge projects with a £36M annual budget. However, there was limited oversight, governance, and accountability, leading to concerns about funding allocation and project impact. Innovation teams feared that increased governance would slow their pace of delivery, creating resistance to change.


Our Approach

MCTC Ltd took a collaborative approach to address these challenges while maintaining agility. Our key actions included:

  • Facilitating design sessions with all stakeholders, fostering understanding between innovation teams and leadership.
  • Developing a light-touch, agile-based governance framework that maintained oversight without stifling innovation.
  • Implementing customized PMO tools and templates to enhance reporting, resource tracking, and budget control.
  • Establishing a PMO Community of Practice to ensure ongoing knowledge sharing and continuous improvement.


The Outcome

Over 18 months, MCTC Ltd transformed the Royal Navy’s innovation governance model, striking a balance between control and flexibility. The new PMO framework enabled leadership to track project progress, ensure financial accountability, and make informed decisions without hindering innovation. By embedding best practices and upskilling internal teams, we left behind a self-sustaining governance model that continues to support cutting-edge innovation within the Royal Navy.

OFWAT - Business Case Portal Discovery

The Challenge

OFWAT’s internal Business Case Portal (BCP) was widely acknowledged to be unfit for purpose. Designed to support approvals across HR, Finance, and Procurement, the system had become slow, inconsistent, and heavily reliant on offline workarounds. However, before committing to change, the organisation needed a structured discovery process to understand stakeholder needs, identify core requirements, and define a future-state vision.


Our Approach

Engaged via our partner PageConsulting, MCTC led the diagnostic phase of the project. We:

  • Conducted structured interviews across HR, Procurement, Finance, Governance, and IT to capture pain points and expectations
  • Reviewed legacy workflows, SharePoint/PowerApps configuration, and compliance responsibilities
  • Identified thematic breakdowns in governance, ownership, usability, and integration
  • Developed an executive-facing briefing pack and plain-format slide deck to support leadership engagement


The Outcome

Our work provided OFWAT with clarity and momentum. We reframed the BCP as a spend control tool rather than a business case system and defined user stories and requirements for any future solution. By aligning insights across stakeholder groups, we equipped OFWAT to move confidently toward a more integrated and user-centric platform — either by replacing the BCP or embedding its functions into existing systems.

Vehicle Certification Agency - E-Volve Programme

The Challenge

The Vehicle Certification Agency (VCA), an executive agency of the Department for Transport, faced the need to transform its digital and operational capabilities in order to meet growing regulatory demands and evolving industry expectations. Legacy processes and systems were creating inefficiencies across finance, resource management, and type approval services. With a complex multi-year transformation already underway, the Agency required stronger programme governance, clearer prioritisation, and a structured approach to managing supplier relationships and business readiness.


Our Approach

McNally Consultants were engaged to provide programme management leadership across the E-Volve portfolio. Working closely with senior stakeholders, we established MSP-aligned governance, refreshed the risk and benefits frameworks, and strengthened planning disciplines across all live workstreams. We supported the re-planning of the Finance & Resource Management project with a realistic view of business readiness, while also implementing a prioritisation model for Dynamics releases. In parallel, we managed supplier disengagements and transitions, ensuring continuity of delivery and protecting VCA’s commercial interests.


A further focus was placed on preparing for the creation of a Programme Delivery Office (PDO), designed to embed governance, reporting, and planning disciplines beyond the life of the E-Volve programme. This preparation work ensured that existing teams understood the model, processes, and expectations, enabling a smooth transition once formal implementation begins.


The Outcome

Our engagement provided the stability and structure that VCA needed to continue delivering its transformation with confidence. Key outcomes included:

  • Improved governance and reporting aligned to Civil Service best practice.
  • A realistic and achievable re-plan for Finance & Resource Management.
  • Prioritisation of Dynamics releases, balancing business benefit with delivery capacity.
  • Clearer accountability for suppliers, reducing delivery risk.
  • A well-prepared foundation for the PDO, ensuring that programme disciplines will be sustained into business-as-usual.

Through these interventions, VCA gained assurance that the E-Volve programme was on a more stable footing, with delivery aligned to strategic priorities and long-term capability embedded in its operating model.